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Staff shortages at Dudley's Russells Hall Hospital revealed

Dozens of shifts were understaffed at Dudley's Russells Hall Hospital during the past 12 months, new figures reveal.

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A report to be discussed this week reveals the hospital was unable to meet recommended staffing levels on a number of shifts.

Hospital trust bosses said 'active recruiting initiatives' were in place to try and address the issue.

And Dudley Group NHS Foundation Trust, which runs Russells Hall, insisted the staff shortages did 'not necessarily' have a negative impact on patients.

Officials also said the shortages were generally spread evenly across the wards, according to a report by chief nurse Dawn Wardell.

The hospital has seen an improvement in the figures since August when 63 shifts were understaffed.

During January, 20 shifts did not have the required numbers of staff to manage patients.

One 'red' shift was reported in January, which means there was a 'serious' staffing shortfall.

On that occasion, staff had to be drafted to a trauma ward from elsewhere.

According to the hospital's targets, there should be one nurse to every 10 patients on general wards during the day. There is no specific target for night shifts.

The maternity unit is the most problematic area with around half of the understaffed shifts occurring in that department, a report to be seen by members of the board said.

Dudley Group chief executive Paula Clark said: "Patient safety is always our priority, and so when nurse staffing levels fall below the planned level, we have processes and measures in place to ensure our patients continue to receive safe, appropriate care.

"When a shortfall is identified, the situation is first reviewed by a senior nurse who will look at the remaining number of registered nurses; the number of support workers and student nurses; the number of patients being cared for on that ward and how poorly those patients are and the level of support they require.

"We will first try to fill a shortfall by utilising staff already on site at that time, this may be by moving staff between wards, pooling together teams from neighbouring wards, or asking staff not normally included in our nurse to patient ratios (such as matrons, specialist nurses and ward managers) to refocus their duties and work in the area where there is a clinical need.

"If arrangements cannot be made using the existing staff on site, we will then attempt to fill the shortfall from our own staff bank. If no bank staff are available, we will then employ agency staff to ensure patients receive safe, appropriate care.

"The number of shifts where staffing is not at the level we had planned is steadily reducing."

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